Mentoring ABC’s

1. Mentoring ABC’s John Inadomi, MD Division Head, Gastroenterology University of Washington

2. Agenda What is the meaning of mentorship? What is the role of the mentor? How do you structure mentoring time? How do you measure success? What is the role of the mentee?

3. Mentorship . . . a process where mentor and mentee work together to discover and develop the mentee’s abilities. . . . a long term relationship with a responsibility to provide the support, knowledge and impetus that can facilitate professional success. . . . a personal process that combines role modeling, apprenticeship and nurturing. . . . process whereby an experienced, highly regarded, empathic person (the mentor) guides another individual (the mentee) in the development and examination of their own ideas, learning and personal and professional development. The mentor will act as a teacher, sponsor, guide, exemplar, counselor, moral support—but most important is to assist and facilitate the realization of the dream.

4. Mentor vs. Other… • Manager • Directs work • Focus on performance • Based on organizational needs • Sponsor • Champions • Focus on career development • Based on advancement goals • Mentor • Guide and support • Focus on professional and personal development • Based on mentee’s expressed needs • It really is all about you!

5. Role Model Mentor • Marv Sleisenger, MD • Chief of Medicine, San Francisco VA • Sleisenger and Fortran textbook of GI • Attending for 3rd year medical school rotation • Initial career goal: orthopedic surgery • Intervention • Time • Interest

6. Mentor’s Role • Support • Listen (actively, empathically) • Express positive expectations • Advocate • Share • Challenge • Set tasks • Establish high standards • Provide a mirror • Vision • Create vision for mentees successful career

7. Characteristics of an Effective MentorThe Three C’s • Competence • Professional knowledge and experience • Respect • Interpersonal skills and judgment • Confidence • Shares their network of resources • Allows protégé to develop • Shares (and foregoes) credit • Commitment • Shares personal experience • Time, energy, effort

8. The Mentor Team

9. Primary Mentor • AmnonSonnenberg • Physicist, epidemiologist, gastroenterologist • Pioneer in GI “outcomes research” • University of New Mexico • Commitment to mentorship • Taught research methods • Provided opportunity • Allowed for individual growth

10. Matching Mentor to Mentee • Senior faculty • Less focus on their own advancement • Teams • Career, research, personal mentors • Matching • Background/training • Career interests • Gender • Race/ethnicity • Personal chemistry

11. Phases of Mentoring • Initiation 6-12 months • Mentor provides support and guidance • Mentee has unrealized potential • Cultivation 2-5 years • Expectations vs. reality • Career function, psychosocial function • Separation > 5 years • Structural and emotional separation • Independence of mentee • Redefinition • Friendship, colleague, collaborator

12. First Meeting Get to know each OtherShare information about your professional and personal life Learn something new about your mentee/mentor Establish GuidelinesWhen and where will we meet? How will we schedule meetings? How will we communicate between meetings? What agenda format will we use? Will there be any fixed agenda items to be discussed at every meeting? How will we exchange feedback? How will we measure success? Partnership AgreementReview partnership agreement, modify if desired, sign and exchangeReview goals for the mentoring relationship Confirm Next StepsSchedule date, time and place of future meetings

13. Structuring Meeting Time “10/20/60 Rule”that will help you to establish a solid partnership and address mentoring goals and everyday issues. For a meeting of about 1½ hours split the time roughly as follows: First 10 MinutesEngage in personal/professional—“check-in” Next 20 MinutesFocus on ‘front burner’ issues (upcoming presentation, manuscripts, grants, etc.) Last 60 MinutesDiscuss current and long-term goals and priorities

14. Mentor Meeting Checklist Set aside adequate time for meetings Obtain and review mentee’s CV and Individual Development Plan (IDP) prior to meeting Clarify what mentee expects from you— and what you expect from mentee Review mentee’s short/long term goals Know the advancement and promotion policies for your mentee’s series and rank Be aware of potential conflicts of interest if you are both a supervisor and mentor for the mentee

15. Individual Mentoring Development Plan Purpose: To optimize the mentor-mentee relationship and clarify expectations • Defined goals/objectives • Career • Research • Education • Timeline for goals • 6 month, 1 year, 5 year • Barriers and challenges • Time • Resources • Personal

16. Evaluating Your Mentee’s Goals SpecificityHas the mentee identified short and long term goals? Are the goals definite and precise? MeasurabilityAre your mentee’s goals quantifiable?        What are the metrics for success? Work PlanIs there an action plan to achieve goals?        What is the outcome of achieving goals? Reality CheckAre goals realistic?        Is there a completion date?        Can success be achieved within the time allocated?        Will additional resources or tools be needed? Your RoleIs your role to advise, suggest or listen?        How can you be most helpful?

17. Cultivating the Relationship

18. Giving and Receiving Feedback • Effective feedback: • Is offered in a timely manner • Focuses on specific behaviors • Emphasizes actions, solutions or strategies • Effective Feedback to Mentee: • Mentee strengths and assets • Areas for growth, development and enhancement • Harmful behaviors or attitudes • Observations on how your mentee may be perceived by others • Effective Feedback from Mentee: • Whether the advice or guidance was beneficial and solved an issue • Whether the communication style facilitates a positive experience • Whether the communication style creates challenges to a positive experience

19. Mentor Do and Don’ts

20. Being a Proactive Mentee The most successful mentoring partnerships are those in which the mentee takes the initiative and truly drives the partnership. In a mentee-driven partnership, the mentee determines the pace, route and destination. The mentor is then able to offer insights and counsel that is focused on the mentee’s objectives.

21. Separation and Redefinition • Important to discuss and plan formal mentorship process • Transition • From formal to informal mentorship • To peer relationship • Checklist • Discuss how to use remaining time • Ensure no goals are overlooked • Formal acknowledgement or celebration

22. Separation • AmnonSonnenberg • Advised me to go to University of Michigan • “Marginal benefit of staying outweighed by marginal benefit of leaving” • Continued collaboration • Colleague • Advisor • Friend

23. Separation • Joel Rubenstein • Biomarkers of prognosis and therapy for BE • University of Michigan • Scott Biggins • Allocation models for liver retransplantation • UCSF • University of Colorado • Ma Somsouk • HIV as a model of dysregulation of immune surveillance for CRC • UCSF

24. Summary: The “One-Minute Mentor” Assess the MenteeCheck InAssess for any urgent issuesUse active listening skills Set an AgendaReview pending itemsAssess time availablePrioritize Assist with ongoing projectsAsk clarifying questionsSet clear and measurable goalsGive advice and suggest resourcesAgree on timeline for deliverables Provide career guidanceReview Individual Development Plan and CVInquire about professional / personal balance Wrap upClarify expectations of mentor and menteeSchedule future meeting *Developed by Mitchell D. Feldman, MD, MPhil

25. Conclusions • Mentor • A teacher, sponsor, guide, exemplar, counselor, moral support • Assists and facilitates the realization of a dream • Three C’s • Competence • Confidence • Commitment • Role of the mentee • Directs the pace, route and destination • Goals • Independent mentoring development plan • Phases of mentoring • Initiation, cultivation, separation

27. Being a Proactive Mentee • Consider the following questions: • Are my objectives clear and well defined? • Am I comfortable asking for what I want? • Am I open to hearing new ideas and perspectives? • Do I allow myself to be open and vulnerable? • Am I receptive to constructive feedback? • Am I able to show I value and appreciate feedback? • Am I willing to change or modify my behaviors? • Do I consistently follow through on commitments? • Do I make an effort to instill trust? • Do I openly show appreciation and gratitude?

28. Mentee Strategy • Specificity • Specific objectives • Measure • Quantifiable metrics • Work Plan • Develop a plan • Consider all outcomes of achieving objectives • Reality check • Realistic objectives, timeline, resources • Mentor’s role • How can your mentor be of greatest assistance?

29. Mentee Rules

30. Mentoring Meeting Journal Use this page to record the discussion points in each of your mentoring meetings. Date: Check In (e.g. urgent issues, work-life balance, personal issues): Goal Discussion: Action Items: